35 companies from across the world walked away with the iCMG Architecture Excellence Award 2016 during the glittering awards night held at The Le Meridien, Bangalore (India) on the 8th of September, 2016. The winners were selected from more than 200

In our research spread across last 18 years, we looked at the evolution of several engineering disciplines, management practices, methodologies, strategy frameworks and related bodies of knowledge. It was evident that the idea of Enterprise

In my earlier days, I was amazed to see the number of management and strategy frameworks. Even today, it's surprising to find that strategy models continue to be one of the least formal. Very often available in installments of excel and PPT fil

In my earlier days, I was amazed to see the number of management and strategy frameworks. Even today, it's surprising to find that strategy models continue to be one of the least formal. Very often available in installments of excel and PPT files, to be used at your own risk. In fact, there is NO version control or baseline for the strategy models.
Try asking a Sales Director to share sales strategies deployed by company 2 years prior to his joining when the revenue was at peak? If you are lucky, you might get a one page note in some magazine...

35 companies from across the world walked away with the iCMG Architecture Excellence Award 2016 during the glittering awards night held at The Le Meridien, Bangalore (India) on the 8th of September, 2016. The winners were selected from more than 200 nominations for four different categories - technical, business, enterprise and industry verticals.
Globally, organizations are working on new ideas and creating products and services to ascertain their competitive edge. While the never ending noise (opinions) influences every project team and their work, it's difficult to pinpoint the exact recipe to what it takes to be successful.
One thing...

In our research spread across last 18 years, we looked at the evolution of several engineering disciplines, management practices, methodologies, strategy frameworks and related bodies of knowledge. It was evident that the idea of Enterprise Anatomy didn’t figure anywhere.
CEOs are investing a great deal in creating winning strategies. Globally, organizations are working on offsetting economic dampening behaviour with new products and services in regular interval. Very often, results are not favourable due to inherent Business complexity and associated business structure. As a result, even incremental changes are expensive and time-consuming.
In Nov 2014, Chief Executive Magazine reported that 80%...

The idea is inspired by medical practice, wherein a medical doctor, who understands the human anatomy, uses the symptoms (narrated by a patient) to understand the problem and narrow it down to specific organ/organs, then applies x-ray techniques to get the necessary insight and uses the x-ray for diagnosis before arriving at possible solution options. Interestingly, this methodology of problem-solving had been a great success in the medical practice that has succeeded in handling human body disorders on time resulting in longevity of people.
The key is to understand "enterprise anatomy" (building blocks) and interaction between them. An enterprise doctor should...

Current CEO, COO Job Positions are asking for Enterprise Architecture Skills Clearly without Using the Label?
Every human being has an anatomy with 11 plus organ systems, explicit or implicit. This anatomy (structure) is the basis of the functioning of a person. Similarly, ever Enterprise has an Anatomy (explicit or implied) consisting of 15 plus key Function area such as Sale, Marketing, Engineering, Product Management, Manufacturing, Service Delivery, Technology Management, IT, HR, Finance, etc.
The Enterprise Architecture can be used for creating Enterprise Anatomy and after that, for managing change and complexity as the Enterprise evolves. An Enterprise Architect’s role and...

We introduced our IT Architecture course in 1999 when the use of word "Architecture" was still rare in the context of Enterprise or IT. In the last 17 years, we have seen growing adoption and interest in the subject. It's encouraging to see that "IT Architecture" is getting recognized as a critical element for enterprise survival as well as success.
In the last 7 years alone, we have assessed over 2000 plus projects (& initiatives) and the progress on ground is not very encouraging.
The idea of IT "Architecture" is often confused with IT "Implementation". The challenges related to growing...

Last month, while meeting C-Level executives who are pursuing multiple initiatives to reinforce their business competitiveness, it was pretty evident that they are betting big money on new initiatives without knowing anything about the anatomy of company beforehand. Each one had their share of issues and problems at hand. Here, is a quick look at the key points from three Chief Operating Officers (COOs). One from a leading bank in the Middle East, another one from a global leading remittance and bill payment service provider and third one from a Doctor who is managing operations of chain of 20 hospitals specialized in cancer treatment...

You might not be aware but your enterprise has an Enterprise Architecture, so you better start cashing in on its benefits. It would be a big waste not to because every day time and effort is spent on your Enterprise Architecture. And there is no way to stop this, EA is not an option, it is a necessity.
When I look at the things I do, like doing small jobs in my garage or preparing a meal, I follow a certain pattern. Somehow I transformed random activities into fixed patterns. Not because I had to, not because I needed to cooperate...

Following is a set of Strategy statements from a Telecom carrier Merger scenario:
1) “In response to the dramatic change in the Telecommunications and Media sector we will offer High speed data services over Broadband, VoIP and IPT offering with high speed access to these services anytime anywhere”
2) “In order to reduce demand on call centres we will need to enable customers to do more for themselves via the web – for example to subscribe to new services, change their service packages and resolve their own Billing enquiries”
3) “Our Legacy systems of 5 Billing Systems, 7 CRM’s and multiple...

CEO of a Pharmaceuticals company wants to reduce the “Time to Market” of bringing in a new drug. CEO of a Bank wants to provide Mobile Banking and Payment Services using Social Media. CEO of a Retail organisation wants to extend their Retail Channels. CEO of an Energy company wants to diversify to alternate sources of Power.
These are Enterprise Problems and need Architecting or Re-Architecting the Enterprise.
What is the likely scenario here?
He or She might ask their Corporate Strategy and Planning dept to come up with a Strategy and Plan. Lets assume for a moment that the CEO...